2022 to 2023 Departmental Plan

Subsequent to the tabling in Parliament and online publication of CSC’s 2022 to 2023 Departmental Plan, a typographical error was discovered in the target set for the Rate of upheld inmate grievances per 1,000 offenders in federal custody under the departmental result for inmates are managed in a humane manner of Core Responsibility 1: Care and Custody, which should have read 63.3 - 72.3 (as opposed to 62.3). Corrections have been made to both the PDF and HTML versions of the Departmental Plan posted online to ensure complete and transparent information.

The Honourable Marco E. L. Mendicino, P.C., M.P.
Minister of Public Safety

From the Minister

During fiscal year 2022-23, CSC plans to improve the efficiency of its service delivery while ensuring that safety measures are in place. I am impressed by the way that CSC is modernizing and digitizing its operations, processes, and infrastructures to do so. For example, the use of virtual classrooms and educational resources will ensure that offenders are provided with continuous education. CSC will also continue to ensure offenders have the opportunity to earn secondary school educational credits while participating in employment programs.

Anti-racism, diversity, and inclusion are areas of tremendous importance to CSC. I will work with the organization to continue to address systemic racism, and foster an environment that is diverse, inclusive, and equitable for staff and offenders. CSC will consult with employees, stakeholders, and offenders, especially with those who are racialized, to learn from and to inform its framework to combat systemic racism and discrimination.

The overrepresentation of Indigenous peoples is a complex issue requiring the ongoing and sustained collaboration of many partners, including various levels of government, agencies, Indigenous communities and groups, and other community stakeholders. CSC remains committed to supporting Indigenous peoples serving federal sentences in culturally appropriate ways unique to their individual circumstances. It will continue to implement an approach to Indigenous corrections that is both culturally responsive to the offender, and inclusive of Indigenous communities, taking into account individual offender's Indigenous social history, evaluating culturally responsive and restorative options, and determining the best ways to address the rehabilitative needs of Indigenous offenders.

The organization is committed to ensuring that offenders in Canada's federal institutions have access to quality, safe, patient-centred care. It will continue to implement and refine its integrated Mental Health Strategy, as well as its mental health service delivery model. The new Patient-Person Health Care Home model and the professional practice leadership model will support the delivery of services, integrating physical and mental health, as well as the provision of 24/7 health care at select sites.

CSC will continue to explore ways to modernize its operations by focusing on building new business capabilities that drive operational excellence, innovation, and improved program and service delivery, to enhance outcomes for Canadians and communities, stakeholders, staff, and offenders.

More details about these and other plans and priorities can be found in this report. I invite all Canadians to keep reading and learn more about what CSC and its dedicated, skilled, and hardworking employees are doing to serve Canadians, and to contribute to public safety.

Sincerely,

The Honourable Marco E. L. Mendicino, P.C., M.P.
Minister of Public Safety

Plans at a glance

The Correctional Service of Canada (CSC) is responsible for administering sentences of a term of two years or more, as imposed by the court. On a typical day in 2020-21, CSC managed 21,512 offenders (12,399 incarcerated and 9,113 supervised in the community). CSC's infrastructure includes 43 institutions of various security levels, 14 community correctional centres, and 92 parole and sub-parole offices.

CSC contributes to public safety through its core responsibilities that include the care and custody of inmates, correctional interventions, and the community supervision of offenders. CSC focuses on making its correctional facilities safe environments that support offenders in addressing their needs and risk factors, through rehabilitation and successful reintegration into the community as law-abiding citizens. The Service has taken and will continue to take concrete steps to improve the correctional and reintegration outcomes for Indigenous, Black and other racialized offenders in its care.

During fiscal year 2022-23, CSC will support the Minister of Public Safety as he delivers on key components of his mandate. CSC has a wide array of initiatives underway to fulfill this requirement, including the improvement of the overall mental health of the offender population, a data strategy to modernize its business, tools to promote an inclusive and diverse workforce, and the integration and application of department-wide actions to support Indigenous offenders.

CSC is responsible for a diverse offender population with varied mental health needs, and addressing these needs through effective and timely intervention is a corporate priority. CSC provides offenders with essential health care and reasonable access to non-essential health care. CSC continues to implement and refine its integrated Mental Health Strategy, as well as its mental health service delivery model to ensure consistency with the World Health Organization's Continuum of Care guidelines.

The implementation of Structured Intervention Units (SIUs) is part of a historic transformation, requiring an organizational culture shift that necessitates ongoing and sustained efforts over time. As CSC continues to learn and make adjustments, it will remain steadfast in its commitment to ensure the success of this new correctional model, while fulfilling its mandate in assisting federal inmates in their safe rehabilitation. To improve decision-making and strengthen oversight in SIUs, CSC will continue to implement, maintain, and evaluate the SIU framework, and amend the SIU policies based on lessons learned since their implementation.

The COVID-19 pandemic presented a catalyst for CSC to re-imagine the delivery of its mandate, enabled by a capability and culture that reinforce digital first. Throughout the reporting year, the Service will initiate a review of how it can modernize its business and technology to support its shift toward integrating its modernization efforts to meet the demands of a complex offender population and improving offender health care, rehabilitation, and recidivism. CSC's approach will be focused on building new business capabilities that drive operational excellence, innovation, and improved program and service delivery, to ultimately enhance outcomes for Canadians and communities, stakeholders, staff, and offenders. CSC is currently outlining a renewed vision, considering both the business opportunity as well as foundational technology enablers such as infrastructure, and will enter phase three of its Offender Management System Modernization project in 2022-23. As part of establishing its modernization approach, CSC will implement its Data Strategy, which will help improve data quality, create ownership of the data, and support data-driven decision-making.

On January 22, 2021, the Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service^{Endnote i} was released by the Clerk of the Privy Council. In 2022-23, CSC will advance this priority through the development and implementation of an Employment Equity and Diversity and Inclusion Comprehensive Action Plan, the CSC Accessibility Plan, and sector/regional commitments to address Public Service Employee Survey results on wellness, harassment, and discrimination in its organization.

CSC is committed to not only providing services in the offender's and the general public's official language of choice, but to building the official language (OL) capacity and giving consideration to OL in the decision-making process. To this end, CSC will continue to implement its 2019-2022 Official Language Action Plan.

Consistent recognition of the historic trauma experienced by Indigenous peoples remains a key factor in the ongoing enhancement of CSC's healing initiatives. Understanding the impacts of colonialism and how systems of justice can contribute to its legacy allow CSC to identify socio-economic determinants of crime for Indigenous peoples. By doing so, CSC will appropriately recognize and address the needs in a culturally-appropriate manner to increase the individual's success for rehabilitation and reintegration into society.

For more information on CSC's plans, see the "Core responsibilities: planned results and resources, and key risks" section of this plan.

Core responsibilities: planned results and resources, and key risks

This section contains detailed information on the department's planned results and resources for each of its core responsibilities. It also contains information on key risks related to achieving those results.

CSC collects performance data, which are disaggregated, where applicable, by sex, and other intersecting identity factors (e.g., race), thereby enabling identification of impacts of programs or initiatives on specific groups of male and female offenders. (Please refer to the Gender-based analysis plus Supplementary Information Table for information on program impacts on gender and diversity.)

Core Responsibility 1: Care and Custody

CSC provides for the safety, security and humane care of offenders, including day-to-day needs of offenders such as food, clothing, accommodation, mental health services, and physical health care. It also includes security measures within institutions such as drug interdiction, and appropriate control practices to prevent incidents.

During 2022-23, CSC will aim to improve results in the areas of safety and security incidents, drug-related incidents, as well as measures with respect to security technology. In addition, CSC will continue ongoing work to improve results relating to mental health services.

The Service will review and enhance policy, procedures, and monitoring practices to increase the efficiency and effectiveness of its drug enforcement efforts, including the national drug strategy, as well as continue to modernize its drug detection and identification tools.

CSC will monitor the use of force and the application of the Engagement and Intervention Model, which is a risk-based model intended to guide staff in using the most reasonable interventions in both security and health activities to prevent, respond to, and resolve incidents.

CSC's population management approach will use the National Rated Capacity and Utilization Report to monitor changes in institutional capacity, use of institutional beds, and tracking of offline beds that impact on capacity.

CSC will implement, maintain, and continue to evaluate the SIU framework, as well as enhance the SIU policies based on lessons learned in an effort to improve decision-making and strengthen operations. CSC will reinforce engagement with volunteers and stakeholders to enhance out-of-cell opportunities for inmates in an SIU. CSC's reporting capability will be improved through recent updates and enhancements to the Structured Intervention Unit-Long-Term Evolution system.

In support of the Brazeau, Reddock, and Gallone class actions, CSC will meet its legal obligations by working collaboratively with all parties to ensure an ongoing effective administration of the claims process and timely resolution of issues.

CSC will continue to implement communicable disease prevention and control initiatives, including the provision of vaccinations against COVID-19 and influenza for incarcerated individuals. The new Patient-Person Health Care Home model and the professional practice leadership model to support the delivery of services integrating physical and mental health, as well as support the provision of 24/7 health care at select sites through an interdisciplinary model of care will be employed.

Culturally-informed safe care will be provided to the Indigenous offender population by continuously working to improve and address the health needs of Indigenous offenders in a culturally sensitive manner. For instance, a project at Okimaw Ohci Healing Lodge will continue to incorporate medicine men and women into its service delivery model, helping to recognize and acknowledge the practices and approaches of traditional medicine, and their contributions to health and well-being of Indigenous offenders.

Sustainable development is a long-term planning process that ensures natural and economic resources are available for future generations. CSC will support this process through the implementation of initiatives in its Sustainable Development Strategy, including the reduction of its environmental impacts and advancing its Greening Government Strategy commitments. The aim is to reduce green house gas emissions by implementing Energy Performance Contracts, and increasing waste diversion via the implementation of a waste reduction action plan.

The Service will implement measures to modernize its Real Property information system and tools by monitoring, reviewing, and adjusting tools, training, and business rules associated with the implementation and use of these applications. For example, in an effort to better manage infrastructure investments, specific software will be explored to track the condition of the portfolio, manage construction projects, and manage spaces in the institutions and office spaces, as well as continue to implement facilities maintenance software.

CSC's planned activities under its Correctional Interventions Core Responsibility support Canada's efforts to address the UN 2030 Agenda and Sustainable Development Goals. CSC's education programs are available to all offenders, and they focus on improving literacy, academic and personal skills, which increase the likelihood of offender's successful reintegration. As well, the CORCAN Employment and Employability program provides offenders with training to develop technical, transferable, and essential skills that are transferable to community employment. These skills are achieved through on-the-job training, apprenticeship hours, and vocational certifications that improve the offenders' ability to sustain employment as part of a safe and successful release into the community.

CORCAN program continues to seek opportunities to the offender employment and employability program within the institutions and for offenders under community supervision, which contributes towards finding and maintaining employment in the community. For example, CORCAN has expanded its breadth of training to include new subject matters, such as an Indigenous Entrepreneurship program. In addition, types and locations of technical skills, such as welding and residential construction skills, have been expanded to provide additional on-the-job and vocational training.

The following table shows, for Core Responsibility 1: Care and Custody, the planned results, the result indicators, the targets and the target dates for 2022-23, and the actual results for the three most recent fiscal years for which actual results are available.

Financial, human resources and performance information for CSC's program inventory is available on CSC's website^{Endnote ii} and in the GC InfoBase.^{Endnote iii}

Financial, human resources and performance information for CSC's program inventory is available on CSC's website^{Endnote iv} and in the GC InfoBase.^{Endnote v}

Financial, human resources and performance information for CSC's program inventory is available on CSC's website^{Endnote vi} and in the GC InfoBase.^{Endnote vii}

Core Responsibility 2: Correctional Interventions

CSC conducts assessment activities and program interventions to support federal offenders' rehabilitation and facilitate their reintegration into the community as law-abiding citizens. CSC also engages Canadian citizens as partners in its correctional mandate, and provides services to victims of crime.

CSC's core mandate is to rehabilitate and safely reintegrate offenders into the community. In order to prepare offenders for their successful reintegration into the community, CSC continuously aims to improve results pertaining to program completions, education upgrades, and employment programs and services while ensuring and maintaining everyone's safety.

The evolution to digital technology will enable CSC to enhance the delivery of programs and services. This evolution will help achieve increased efficiency, productivity, and improved operational results, as well as maximize the use of data and sophisticated analytics to gain a better understanding of the correctional environment in support of evidence-based decision making. During the reporting year, CSC will explore ways to modernize its virtual approach to deliver correctional programs to offenders.

To this end, consultations will occur with Indigenous organizations and community partners to obtain culturally situated advice, in accordance with the implementation of Bill C-15: An Act respecting the United Nations Declaration on the Rights of Indigenous peoples.^{Endnote viii}
As the procurement and retention of Elder services will continue to be an area of priority, CSC will engage horizontally with government partners to explore models and best practices for the recruitment
of Elders.

Victims of crime are an important part of the criminal justice system, and CSC strives to ensure that they have an effective voice in the federal correctional system. CSC promotes awareness of victim services by fostering open communication and collaboration with other federal partners, Crown prosecutors, court/provincial/police victim services, community-based victim-serving agencies, academics/researchers and CSC's regional victim advisory committees. In this regard, CSC will continue to advance the Communications and Outreach Strategy for Victims launched in 2019, which provides an overall strategic vision and framework for outreach for the program. The Service's focus is on increasing outreach to victims in Indigenous, Black, and other racialized or marginalized communities to ensure that they are aware of CSC's services and their rights.

CSC provides offenders with basic literacy, academic, and personal development skills needed for safe reintegration into the community. As such, CSC will continue to support and monitor the delivery of education programs, including exploring partnership opportunities to enhance educational services, and increase reintegration potential for offenders. As an example, CORCAN will continue to work in collaboration with provincial Ministries of Education to increase the recognized Prior Learning Assessment and Recognition secondary school credits earned through on-the-job and vocational training.

These partnerships are established by engaging and collaborating with other federal government departments, other levels of government, non-governmental organizations and educational facilities, as well as Indigenous communities and organizations. CORCAN also plans to implement two new Community Industry models to provide training and transitional employment that will include construction and installations skills. This implementation, as part of the Indigenous Offender Employment Initiative, contributes to the continued increase in results for Indigenous offenders.

CSC will continue to implement the agriculture program, seeking agreements with educational facilities and organizations that support the provision of industry-recognized vocational training for offenders that can effectively prepare offenders for job opportunities.

CSC provides structured and unstructured programs and activities, such as integration programs, recreation, self-help, life skills training, and social and cultural activities to assist offenders in gaining the social and interpersonal skills that will help them reintegrate into the community. In 2022-23, CSC will strengthen the integration program through enhanced training and updated materials.

This reporting period, CSC will continue to oversee and monitor the implementation of the Ethnocultural Action Framework, as well as strengthen and nurture the Ethnocultural Site Coordinator community to support site level activities, interventions and services specific to ethnocultural offenders. In doing so, the Service will identify Ethnocultural Offender Representatives, promote and monitor the use of the Day Parole-Other Location option for ethnocultural offenders, seek resources to support national anti-racism initiatives, and promote ethnocultural awareness events.

The following table shows, for Core Responsibility 2: Correctional Interventions, the planned results, the result indicators, the targets and the target dates for 2022-23, and the actual results for the three most recent fiscal years for which actual results are available.

Financial, human resources and performance information for CSC's program inventory is available on CSC's website^{Endnote ix} and in the GC InfoBase.^{Endnote x}

Financial, human resources and performance information for CSC's program inventory is available on CSC's website^{Endnote xi} and in the GC InfoBase.^{Endnote xii}

Financial, human resources and performance information for CSC's program inventory is available on CSC's website^{Endnote xiii} and in the GC InfoBase.^{Endnote xiv}

Core Responsibility 3: Community Supervision

CSC supervises offenders in the community and provides structure and services to support their safe and successful reintegration into the community. Services include accommodation options, community health services, and the establishment of community partnerships. CSC manages offenders on parole, statutory release, and long-term supervision orders.

CSC promotes the safe reintegration of offenders in the community through timely risk assessments, community supervision, appropriate accommodation, and effective correctional programs and interventions.

CSC ensures the continuity of care for individuals being released to the community through appropriate discharge planning. To aid in this regard, Health Services ensures ongoing sharing of relevant/essential health information with operational partners (e.g. any required accommodations, requirement of a health card, and arrangements for continuity of medications or follow-up), and will continue to enhance the medication reconciliation process using the Offender Health Information System - Electronic Medical Record (OHIS-EMR).

The Electronic Monitoring (EM) tool contributes to the effective supervision and monitoring of an offender's location and geographical restrictions imposed as a condition of release. CSC will continue to use the EM tool and provide this service to the Canada Border Services Agency.^{Endnote xv}

The following table shows, for Core Responsibility 3: Community Supervision, the planned results, the result indicators, the targets and the target dates for 2022-23, and the actual results for the three most recent fiscal years for which actual results are available.

Financial, human resources and performance information for CSC's program inventory is available on CSC's website^{Endnote xvi} and in the GC InfoBase.^{Endnote xvii}

Financial, human resources and performance information for CSC's program inventory is available on CSC's website^{Endnote xviii} and in the GC InfoBase.^{Endnote xix}

Financial, human resources and performance information for CSC's program inventory is available on CSC's website^{Endnote xx} and in the GC InfoBase.^{Endnote xxi}

Internal services: planned results

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• management and oversight services
• communications services
• legal services
• human resources management services
• financial management services
• information management services
• information technology services
• real property management services
• materiel management services
• acquisition management services

The Accessible Canada Act^{Endnote xxii} came into force on July 11, 2019. This Act aims to make Canada barrier-free by January 1, 2040, by identifying, removing, and preventing barriers to accessibility in priority areas, including employment. In accordance with the requirement that all federal departments and agencies develop an Accessibility Plan that aligns with the goals outlined in the Public Service Strategy, CSC's 2021-24 Accessibility Plan identifies priority actions to achieve these goals. In 2022-23, CSC will prepare and publish an initial multi-year plan to address accessibility concerns, establish a feedback process with a two-way exchange with individuals, groups, and networks within the disability community, and report on the progress made to improve accessibility and address concerns.

Many CSC staff have been working remotely since the start of the COVID-19 pandemic, benefitting from software tools such as Microsoft Teams to facilitate staff collaboration. CSC will take a measured approach in planning an increase in the occupancy of federal worksites to build flexibility into both the workforce and workplace. CSC will continue to work with partners and stakeholders to expand the use of its collaboration tools, as well as improve network connectivity.

CSC will promote new services and tools relating to mental health that are offered by the Employee Assistance Services in support of the mental health readiness and resiliency of frontline staff and, where required, support their safe and gradual return to the workplace. In addition, CSC will implement a workplace health management unit to support the coordination of the occupational injury claims' process to provide timely and consistent support to managers and employees.

CSC will implement strategic communication plans and products to support corporate priorities. As a further means to increase transparency and credibility, CSC will also proactively seek out opportunities for subject matter experts to act as spokespeople on issues of interest and concern to the public.

CSC adapts its resource allocation strategy by taking into consideration operational changes and infrastructure requirements, including the response measures undertaken as a result of the COVID-19 pandemic. As these response measures have a significant financial implication, CSC will monitor its financial situation closely to maintain the financial stability of the organization.

The Service will continue to participate in the cross-departmental/subject matter expert working group and to engage on Phoenix Stabilization in order to support the Government of Canada's efforts to improve pay administration effectiveness and move away from Phoenix, its current pay system. This work will include the assessment and development of an alternative automated system for human resource information management/pay administration, the resolution of a significant backlog of pay issues, implementation of streamlined human resource processes, and preparations for system migration, technical skills evolution, and significant change management.

The Offender Management System (OMS) is used to manage information about offenders under CSC's care. CSC is modernizing OMS, which will improve efficiency and effectiveness in managing offenders, enhancing flexibility in meeting CSC's legislative needs. CSC will enter phase three of its OMS-Modernization project in 2022-23. The Data Foundation project is paving the way for the OMS-Modernization project. To this end, CSC will improve and streamline the quality of data assets by continuing the work on the Data Foundation project through the Data Management and Data Quality module. The Data Foundation project will establish a clarified data architecture and infrastructure for offender data through the implementation of data sharing Application Programming Interfaces and a Protected B Cloud environment. As well, CSC will continue to work on GCDOCS Integration and Interoperability by leveraging and integrating technology to improve efficiency and align with the Treasury Board's Policy on Service and Digital.

^{Endnote xxiii}

The GC Workplace is the new vision for the Government of Canada (GC) workplace, a vision shared across the GC that guides Public Services and Procurement Canada's decisions as they relate to workplace solutions offered to federal departments and agencies, and the delivery of workplace modernization projects. The GC Workplace vision is oriented toward the following seven dimensions: flexible, digital, efficient, green, inclusive, collaborative, and healthy. CSC will continue to work towards the GC Workplace standard and reduce its leased portfolio footprint by refitting leased office space to adapt to the new standard.

CSC will strengthen materiel management activities across the organization to ensure stakeholders are equipped with the necessary resources to support the requirements stated in the Treasury Board's Directive on the Management of Materiel and internal policy instruments. CSC will initiate the national monitoring activity of asset transactions to evaluate compliance against related policy instruments.

Contracting activities across the organization will be improved as CSC advances its action plan to implement the Treasury Board Directive on the Management of Procurement. CSC will implement enhanced contracting delegations and issue revised internal policy instruments.

CSC is among the few international correctional jurisdictions with a centralized research unit dedicated to a program of applied research to support the achievement of its mission and mandate. With issues as varied and complex as those that arise in today's operational environment, CSC's Research Branch^{Endnote xxiv} undertakes studies that support, inform and influence decisions across the Service. Planned research projects continuously build and expand on the federal correctional knowledge base, supporting the organization's overall management activities. Research efforts contribute to a clearer understanding of CSC's operational environment and supports proactive responses to change in the achievement of corporate priorities and in the strategies and approaches taken to mitigate risk.

As part of the Innovative Solutions Canada program, CSC is developing new technologies that contribute to a safer environment for staff, the public and offenders. In 2019, CSC launched the development of several innovative products that are currently in the prototype development stage. As well, CSC is partnering with academia and Canadian industry to develop prototypes for the following systems: Preventing Contraband Delivery Air & Ground, Life Sign Monitoring Systems and Wireless Communication Detection System.

Planned spending and human resources

This section provides an overview of the department's planned spending and human resources for the next three fiscal years and compares planned spending for 2022-23 with actual spending for the current year and the previous year.

Planned spending

The following graph presents planned spending (voted and statutory expenditures) over time.
 

The table shows details of CSC's planned spending in $ millions for fiscal years 2019-20, 2020−21, 2021−22, 2022−23 and 2024−25. In 2019−20 there was 229 million of spending on statutory and 2,424 million on voted for a total of 2,653 million. In 2020−21 there was 246 million of spending on statutory and 2,685 million on voted for a total of 2,931 million. In 2021−22 there was 268 million of spending on statutory and 2,991 million on voted for a total of 3,259 million. In 2022−23 there will be 258 million of spending on statutory and 2,793 million on voted for a total of 3,051 million. In 2023-24 there will be 255 million of spending on statutory and 2,756 million on voted for a total of 3,011 million. In 2024−25 there will be 256 million of spending on statutory and 2,649 million on voted for a total of 2,905 million.

The following table shows information on spending for each of CSC's core responsibilities and for its internal services for 2022-23 and other relevant fiscal years.

The difference between the 2021-22 forecast spending of $3,259.3M and 2020-21 expenditures of $2,931.2M demonstrates that CSC anticipates operational increases between these years. For both years, CSC received additional funding to support its operations for amounts that were not initially included in its Main Estimates, respectively $166.4M in 2021-22 and $145.4M in 2020-21. For the 2022-23 fiscal year, $180.9M of funding for the support of CSC's operations was approved through Budget 2020 and is included in CSC's Main Estimates.

The 2021-22 forecast spending of $3,259.3M represents authorities that have been approved to date. In addition to amounts granted to CSC through the main estimates, this figure includes funding authorized through the supplementary estimates, as well as amounts approved for newly ratified collective agreements and carry forwards from 2020-21.

The decrease from the 2021-22 forecast spending of $3,259.3M to the 2022-23 planned spending of $3,050.7M is mainly due to the following differential funding amounts between both years:

• A decrease in funding to support pressures related to COVID-19 ($167.3M);
• A decrease in the funding received for the Operating budget carry forward ($96.9M);
• A decrease in the funding received for the Capital budget carry forward ($39.7M);
• A decrease of incremental funding received for newly signed collective agreements ($19.1M);
• An increase in the funding received for pending Class action court settlements $68.0M;
• An increase in the funding received for Transforming Federal Corrections (Bill C-83) $29.5M;
• An increase in the Budget 2020 funding received for Support for Correctional Service Canada $14.5M; and
• An increase in funding related to Capital budget reprofiles $12.7M.

Planned human resources

The following table shows actual, forecast and planned full-time equivalents (FTEs) for each core responsibility in CSC's departmental results framework and to internal services for the years relevant to the current planning year.

The variance of 422 full-time equivalents (FTEs) between 2021-22 and 2020-21 is mostly due to Transforming Federal Corrections (Bill C-83), support for COVID-19 and Budget 2020's Support for the Correctional Service of Canada. The 214 FTE increase between 2022-23 and 2021-22 is largely due to increased planned staffing for correctional officers in order to bring the workforce to its optimal level, especially as Correctional Training Programs (CTPs) begin to resume with pandemic restrictions beginning to ease. A significant portion of this FTE increase is also attributed to Transforming Federal Corrections (Bill C-83), as well as class action lawsuits. Future year FTEs are expected to fluctuate as Bill C-83 measures continue to be implemented and class action lawsuits are finalized.

Estimates by vote

Information on the CSC's organizational appropriations is available in the 2022-23 Main Estimates.^{Endnote xxv}

Future-oriented Condensed statement of operations

The Consolidated Future-Oriented Condensed Statement of Operations provides a general overview of the Correctional Service of Canada's operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management. The forecast and planned spending amounts presented in other sections of the Departmental Plan are prepared on an expenditure basis; as a result, amounts may differ.

A more detailed Consolidated Future-Oriented Statement of Operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on the Correctional Service of Canada's website.^{Endnote xxvi}

CSC's 2022-23 planned expenses are projected to be $3,100,665,959. These expenses include planned spending presented in this Departmental Plan and also include expenses such as amortization and services provided without charge. CSC's planned revenues are projected to be $50,790,408 in 2022-23 and are primarily generated by the CORCAN revolving fund.

Variances between the planned results for 2022-23 and the 2021-22 forecast results are largely attributable to the timing of key elements in the government expenditure cycle, as the planned results are based on the 2022-23 Main Estimates, while the forecast results reflect spending of additional funding authorized through the supplementary estimates and other approved transfers of funding from the Treasury Board. The following major changes account for the largest differences between the forecast results and the planned results:

• $167.3 million in expenditures related to CSC's response to COVID-19 during 2021-22 that are not included in the 2022-23 planned results;
• $96.9 million related to the operating budget carry-forward in 2021-22 that is not included in the 2022-23 planned results;
• $39.7 million related to the capital budget carry-forward in 2021-22 that is not included in the 2022-23 planned results; and
• $19.1 million related to the implementation of collective agreements that were signed in 2021-22 that is not anticipated for 2022-23.

Corporate information

Organizational profile

Appropriate minister(s): The Honourable Marco E. L. Mendicino, P.C., M.P.

Institutional head: Anne Kelly, Commissioner

Ministerial portfolio: Public Safety

Enabling instrument(s): Corrections and Conditional Release Act,^{Endnote xxvii} S.C. 1992, c.20

Year of incorporation / commencement: 1979 (March 31)

Raison d'être, mandate and role: who we are and what we do

"Raison d'être, mandate and role: who we are and what we do" is available on the CSC's website.^{Endnote xxviii}

For more information on the department's organizational mandate letter commitments, see the "Minister's Mandate Letter".^{Endnote xxix}

Operating context

Information on the operating context is available on the CSC's website.^{Endnote xxx}

Reporting framework

The CSC's approved departmental results framework and program inventory for 2022-23 are as follows.

Changes to the approved reporting framework since 2021-22. Program 2 was separated into two programs to better align with corporate responsibilities. Program 2 was renamed and the program description was amended to better reflect its key activities. P23 was created with its own program description to demonstrate how it contributes to security operations and interventions.

Supporting information on the program inventory

Supporting information on planned expenditures, human resources, and results related to the CSC's program inventory is available on CSC's website^{Endnote xxxi} in the GC InfoBase.^{Endnote xxxii}

Supplementary information tables

The following supplementary information tables are available on the CSC's website:

• Departmental Sustainable Development Strategy^{Endnote xxxiii}
• Details on transfer payment programs^{Endnote xxxiv}
• Gender-based analysis plus^{Endnote xxxv}

Federal tax expenditures

CSC's Departmental Plan does not include information on tax expenditures that relate to its planned results for 2022-23.

Tax expenditures are the responsibility of the Minister of Finance, and the Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures.^{Endnote xxxvi} This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis. The tax measures presented in this report are solely the responsibility of the Minister of Finance.

Organizational contact information

Correctional Service of Canada website^{Endnote xxxvii}

Mailing address

340 Laurier Avenue West

Ottawa, Ontario

K1A 0P9

Telephone: (613) 992-5891

Fax: (613) 943-1630

Appendix: definitions